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| Criterion |  Operations Accountability Ladder |  Operations A3 Problem Solving |  Facilitation Power Interest Grid |  Facilitation Responsibility Poker |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 1-8 | 2-5 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | A3 Report, Action Plan, Root Cause Analysis | Power Interest Grid, Strategy per Stakeholder | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | ResponsibilityLeadershipTeam | LeanProblem solvingCoachingOperations | StakeholdersFacilitationAlignmentPlanning | RolesResponsibilityTeamFacilitation |